Endless paperwork and grindingly-slow procedures are well-known hazards in government work. But private-sector employees also complain of having to jump through hoops to get the resources and authority they need to do their jobs.

Corporate bureaucracy "would be top on the list of sucking the life force out of [workers], making them feel helpless," says Scott Adams, creator of the Dilbert cartoon strip. It contributes to the loss of "any sense of self-worth or initiative [employees] have and turns them into weasels," he says.

Running into a wall of corporate bureaucracy is frustrating - it can stunt innovation, require mountains of paperwork and make employees feel like automatons. But a certain amount of procedure is necessary in any company.

"There's a lot of work that you just can't do outside of bureaucracy," says Craig Pratt, a human-resources consultant.

When procedures work, they help organizations coordinate the efforts of all employees, set quality standards, streamline the flow of information and control risks.

But when they become unruly or outdated, procedures clog the corporate system, making it difficult for workers to accomplish goals or introduce ideas, which is especially draining for innovators and creative types.

"A lot of people feel that rather than working, they're spending time trying to get the resources to do their work," says Dr. Barbara Moses, author of The Good News About Careers.

Round up reasons

To bypass a bureaucratic blockage, begin by researching the reasons the rule or process was originally established.

"If you want to get around it or change it, you've got to understand why it exists," says David Brown, author of Organization Smarts.

You might find out that tedious paperwork serves an important purpose. Even if you can't escape filing it, seeing the bigger picture can make checking boxes and filling in blanks less disheartening.

But if the reasons you uncover don't seem relevant, apply your research to skirt the rule using one of these strategies:

Act first, ask later.

Evaluate the consequences of bypassing the procedure. Take into account the nature of the rule, the corporate culture and your record with the company.

"Don't always assume you can't get away with something or you need permission," Moses says. In some companies, selective rule breaking is the only path to becoming a high-performance employee.

If you risk a slap on the wrist — but could earn praise for taking initiative should you pull it off — go for it.

Seek exemption.

When going through the proper channels, you'll speed the process by trying to get around a rule rather than revamping it.

Find out who's in the position to grant your request and set up a meeting. Prepare a clear and convincing case. "Don't drown them in irrelevant information," Moses says. "Explain the consequences of not doing this. Make it easy for them."

Emphasize that the reasons for the rule or process don't apply to your circumstance and explain how the rule is thwarting company objectives.

Address the decision-maker as a potential ally, rather than an obstacle. He or she likely loathes inefficiency just as much as you do. And remember: A smile and a well-timed joke can work wonders.

"Emotions play a big, big part in corporate bureaucracy," says Tom Richardson, co-author of Business is a Contact Sport. "You have to learn to master the emotions — not only yours but theirs as well."

Request reconsideration.

Sometimes organizations establish protocol for valid reasons, but don't review this protocol when circumstances change. It's often easier to stay on a well-worn path than to forge a new one.

But if you identify a way to streamline, bring it to management's attention. Demonstrate that you understand the rationale for the old routine, but your suggestion will help the company achieve a goal - whether it's meeting the bottom line or boosting employee morale.

Expect to encounter some inertia, especially in larger organizations. Brown recommends building on a precipitating event, like a change in upper management, a round of layoffs or a move to new offices.

People are more open to rethinking at these times, Brown says, and you can use the change as an impetus for improvement.

Adams isn't optimistic about the possibility of avoiding bureaucracy. "If you put three people in a room, one of them will try to make rules for how the other two should talk to each other," he says.

But while you probably can't escape it altogether, there may be some room to wiggle around red tape.